Monthly Archives: April 2016

Most people work at only 40 to 50 percent of their capacity, and leaders have to be able to push them beyond their usual performance and get the best out of them. To do this, they have to find out what motivates their employees. There are six specific motivational factors that can turn an average employee into an exceptional one:

Session by Anubha on Leadership & Motivation for Upper Middle Mgmt team in Leading Bank

Employees need to be challenged and find interest in their work. A great leader finds work that keeps their employees engaged.

Employees appreciate open communication and they like to understand how the work they are doing fits the company’s mission. Leaders should explain to employees how their roles affect the company.

Employees are more likely to take an interest in their tasks when they are given responsibility and held accountable.

Employees want the opportunity to advance and learn more.

Employees are somewhat motivated by money.

Working conditions are also important.

Employees also have three emotional needs — dependence,independence, and interdependence. If all of these are met, employees will stay motivated and inspired.

Leaders must also be able to delegate tasks to their employees not only because it gives them a sense of ownership and responsibility, but also because it frees up the leaders to concentrate on high-value tasks. However, it is crucial that the right employees are given the right tasks — their abilities must match the responsibility of the task. If tasks are delegated to the wrong people, it will lead to failure.

Leaders also motivate and inspire by example. Leaders can accept nothing less than the best from themselves and the companies they work for. They must commit 100 percent of themselves to their work. The more excited and enthusiastic leaders are the more excited and enthusiastic their employees will be. Through constant encouragement, leaders empower their employees.

Leaders know that if a task does not lead to valuable results then it is a waste of time. Leaders should only work on what is most important. Even if a leader is doing something great, if it is not in their key results area, it is a waste of time. To prioritize, leaders can ask themselves four questions:

In order for individuals to become leaders, they must have people to lead. To do this, leaders must commit to winning. People want to follow someone who will lead them to victory — and victory is the main task of leadership. Great military leaders are excellent role models because their one goal is victory as well. Military strategy can lead to success in any field and is comprised of seven main principles:

The Principle of the Objective means that the goals of the company must be clear to every employee — there can be no confusion.

The Principle of the Offensive states that leaders never sit back and wait for something to happen, but instead take control.

The Principle of the Mass means that the best people and resources are focused on the area on which the company is most likely to win.

The Principle of Maneuver translates to being flexible and creative.

The Principle of Intelligence states that leaders gather all the facts and information before they make a decision.

The Principle of Concerted Action means that everyone on the team has the same goals and same values.

The Principle of Unity of Command states that there is one leader who is ultimately responsible.

People who spend most of their time working on projects but have never had formal training in project management are unofficial project managers. According to the Project Management Institute (PMI), organizations that have few formal project management processes in place (otherwise known as low-maturity organizations) are more likely to experience project failure. The result is often high costs, lost opportunities, unsatisfied customers, and low employee morale. Conversely, companies that handle projects well meet or exceed expectations, optimize their resources, and build morale.

It is not enough to simply finish a project on time and on budget. In order to be a success, a project must optimize resources and deliver quality. Project managers manage both processes and people. In order to lead people, a project manager must value and inspire them.

PEOPLE + PROCESS = SUCCESS

Too often, unofficial project managers focus on process rather than people, but project success is the result of combining people and process. Since unofficial project managers do not have the formal authority to tell people what to do, they must use informal authority to motivate and empower people to do their best. Project leaders can gain informal authority by:

*Demonstrating respect. Good leaders anticipate and meet the needs of their teams. They are honest with coworkers at all levels.

*Listening first. It is important to understand a situation before taking action. Project managers should get to know the members of their teams.

*Clarifying expectations. Informal leaders inspire their teams by communicating how each person’s role fits into the bigger picture. They make sure everyone is on the same page.

INITIATING THE PROJECT

Projects with unclear expectations tend to go around in circles, which is why it is crucial for projects to have clear and shared desired outcomes. A project leader’s most important job is to get everyone on the same page. The project manager must understand the project’s limitation, who will be impacted by the project, and who will determine its success. To do so, the project manager must follow three steps:

1.Identify all stakeholders. Leaders should create a list of every person “touched” by the project. It is best to have others participate in this activity.

2.Identify the key stakeholders. These are the people who determine the success or failure of the project. They can be identified using the DANCE thinking tool:

*Decisions. They control or influence the budget.

*Authority. Their permission is needed to proceed.

*Need. They are directly impacted by the project.

*Connections. They are connected to the people, money, or resources necessary to ensure success.

*Energy. Their positive or negative energy could influence the project.

3.Effectively interview key stakeholders. By getting as much information as early as possible, leaders can avoid uncertainty later on. Interviews should include:

*Project purpose. Why do the project?

*Description. The how, what, and when of the project.

*Desired results. The definition of success.

*Exclusions. Elements that will not be included.

*Communication needs. What stakeholders want to know and how.

*Acceptance criteria. Who needs to sign off on the project?

*Constraints. Scope, quality, resources, budget, risk, and time. Which have the highest priority?

It is easier to get key stakeholders on the same page if the desired outcome is clear and measurable. One-on-one interviews are the best way to get stakeholders to open up, but group interviews save time and can yield different information due to synergies with other interviewees.

Once the interviews are completed, a project manager can create a scope statement, which describes what success looks like and provides guidance for the project. The manager should draft the statement, put it through a review, and then get approvals. After stakeholders have given their blessings, it will be easier to hold them accountable.

PLANNING THE PROJECT

If a project’s scope statement is the compass, then the project plan is the road map telling everyone how to get there. The first step in creating a project plan is to develop a risk managementstrategy by:

1.Identifying the risks. The project manager should make a list of everything that could go wrong.

2.Assessing the risks. It is important to assess the potential impact of each risk factor to the project. This can be done on a scale of 1 to 5, with 5 being a worst-case scenario and 1 being minimal impact. Next, managers should rate the probability using the same scale. Finally, they should multiply the 2 numbers to find the risk score. Risks that have a score of 12 or higher must be addressed.

3.Taming the risks. There are four possible ways to minimize or TAME risk:

1.Transfer the risk to a third party.

2.Accept the risk and deal with it as it happens.

3.Mitigate the risk by reducing its probability or impact.

4.Eliminate the risk.

Project managers should create a risk management plan that can be shared with key stakeholders and the project team. This gives everyone involved a chance to understand the risks and the plan to mitigate them.

Next, project leaders should create the project schedule by completing the following six steps:

1.Develop the Work Breakdown Schedule (WBS). This is a list of project deliverables and the components of each deliverable. The list might require some brainstorming.

2.Sequence activities. Project managers must put tasks in chronological order and determine dependencies. Most often, one task will begin when another is completed.

3.Identify the project team. It is important to assign the right people to each task, not just those who happen to be available. By having a clear project schedule, a project manager can better determine the resources required.

4.Estimate the duration of each task. Project managers should take into account the amount of time it takes to do a task, then factor in the duration. For example, it may take only two hours to write a report, but weeks to complete research and other dependent tasks. It is also a good idea to build in some breathing space in the schedule, but not so much that procrastination is encouraged. Milestones help keep projects on track. Project managers can improve their estimates by drawing on their experiences or asking outside experts. They can also use the Program Evaluation and Review Technique (PERT). This involves estimating the shortest time for completion, the most likely time, and the longest time it might take. Expected time = (Optimistic + 4 x Most Likely + Pessimistic) / 6

5.Identify the critical path. This is the longest sequence of tasks that must start and end in order to complete the project. These are activities that have no flexibility as to when they begin or end. Missing one of these tasks can cause a bottleneck in the project. To avoid this, project managers should put their best people on critical tasks, cross-train people, and check in often.

6.Create a project budget. Budgets should be divided into external expenses (any supplies or resources that come from an outside source) and internal expenses (the time allotted for each team member). Project managers should also add 10 percent for miscellaneous expenses.

The final part of the project plan is the communication plan. Communication is crucial to the success of any project. Project managers must take the time to consider what key stakeholders need to know, how often, and in what manner. This plan should be shared with the team.

EXECUTING THE PROJECT

Accountability is the key to successful execution. Because unofficial project managers have no formal authority over their teams, they must earn their teams’ trust by honoring their commitments. They must hold themselves and others accountable for their actions. Project managers should set clear expectations and regularly check in to ensure those expectations are being met. Conducting weekly accountability sessions can be a quick, focused way to:

*Review the project plan and schedule.

*Gather reports on the previous week.

*Make commitments for the week ahead.

It can be difficult to hold others accountable, but when a team member is not holding up his or her end of the deal, a project manager should rely on the four foundational behaviors:

1.Listen first. Let the team member explain the issue.

2.Demonstrate respect. Empathize with the person.

3.Clarify expectations. Restate the commitment.

4.Practice accountability. Remind the team member that everyone must be accountable for the project to succeed.

It is a good idea for project managers to hold people accountable during meetings. This helps team members own their problems and keeps the whole team in line. However, there may be times when project managers must hold performance conversations in private. The following questions should be answered ahead of time:

*What is the intent? The conversation should be about the project, not character or personality.

*What are the facts? They should be prepared with evidence to back up statements.

*What is the impact? They should be able to explain the effect the team member’s actions have had on the project.

During a performance conversation, a project manager should present his or her case and listen to the team member’s response. He or she should clarify expectations and practice accountability by asking the team member to suggest and agree upon specific action items moving forward.

MONITORING AND CONTROLLING THE PROJECT

Project managers should be aware of any potential problems that could set their projects back. It is important to stay on top of a project without micromanaging team members. Key stakeholders should be informed regularly about progress, roadblocks, and areas where help is needed. One good way to do this is with a project status report. Project managers should begin by going back to their communication plans and determining which stakeholders require a report, how often, and by what means. Next, they should outline which deliverables are on target and which are at risk. When a deliverable is at risk, a project manager should involve key stakeholders and ask for their help. It is also a good idea for a project manager to proactively suggest solutions.

Status reports keep stakeholders connected to the project and promote accountability. They also help unofficial project managers show their leadership. Another factor to control in a project is scopecreep. Project managers cannot avoid all changes, so they need a method to deal with them. When a change is suggested, project managers should ask themselves three questions:

What is the intent of the change?

What is the impact?

What is required to make it happen?

Project managers should take change requests to their teams and consider the time, money, people, and resources necessary to implement the changes. This information should be shared with those who proposed the changes. Next, project managers should share the proposed changes with stakeholders and ask them to sign off on them. If they do not agree, the reasons should be documented. All big changes should go through this process.

Sometimes the whole project must change due to new information. This is called scope discovery. This can happen when a project manager discovers that the original scope statement will not meet the real need.

CLOSING THE PROJECT

Closing a project goes beyond the administrative tasks of getting sign-offs, disbanding the team, and filing records. Project managers must also capture lessons learned, which are key to future project success. When closing a project, a project manager should:

*Evaluate the task list. Review each task to make sure each was finished.

*Confirm the fulfillment of project scope. Ask key stakeholders whether the goals of the project were met, whether they are satisfied with the end results, and if it was timely and worth the cost.

*Complete procurement closure. Ensure each item outlined in the original contract was completed, including paying bills and releasing vendors.

*Document lessons learned. Interview the core team and constituents to clarify lessons learned. Ask what was done well and what could be done differently or better.

*Submit a final status report to stakeholders. Confirm deliverables and discuss successes and failures.

*Archive project documents. Save project documentation in order to help future project managers with similar projects.

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Simple changes in the value-adding process produce multiple ways to improve financial results. Taiichi Ohno pioneered this principle at Toyota with the concept of continuous improvement, or kaizen. Kaizen requires managers to be hands-on, working among their employees to lead the way. A single kaizen can be a weeklong project or a continuous process. Rather than working with numbers in their offices, managers are most effective when coaching people from the production floor, or gemba.

The three fundamental principles of Lean are:

Productivity equals wealth.

Focus on process, not results.

Teamwork is essential company wide.

Reorganizing a factory for Lean production is a tremendous undertaking. It involves redesigning all processes, moving equipment, and refitting equipment for faster changeovers. Streamlining setup time for various operations pares labor expense and production down time.

In a production setting, kaizen minimizes excess inventory that otherwise sits around as a stagnant asset. Service levels and employee performance improve. Gross profit rises. Expenditures fall, and the value of the enterprise increases. The focus remains on future improvements rather than past sales figures.

The Lean Turnaround by Art Byrne details a clear process for making the transition from a traditional business model to a Lean operation. Addressed primarily to business owners and/or CEOs, the book would also be of interest to a variety of business professionals, managers, and administrators. Byrne presents his thesis with the help of numerous real-life examples of how each aspect of Lean strategy applies to various workplaces

DON’T JUST DO LEAN; BE LEAN

Using Lean principles to turn a company around improves all processes to maximize the way in which the company gains value. For the process to be successful, Lean must be the single force that drives change. Managers who want to turn their firms around need to understand and commit to three management principles:

Lean is the strategy.

Lead from the top.

Transform the people.

Rather than throwing out tried and true strategies, a company will continue to develop new products and new markets. Switching to Lean means that these processes proceed more quickly and more effectively, giving the business a strategic advantage over the competition.

Improving value-adding processes automatically reduces the time it takes to do everything. In a marketplace where agility is key, those firms that do everything faster have a significant advantage.

A Lean transformation reverses a company’s traditional tendency to underutilize its people. In a Lean organization, each employee has a voice and is given many opportunities to solve problems. More individual responsibility leads to more efficient teamwork, encourages increased productivity, and results in more responsive customer service. Clear communication and cooperation between managers and workers elicits a cooperative atmosphere in which everyone accomplishes more.

While Lean does not have to mean reducing the workforce, it does require a reduction in the number of job descriptions. The workforce needs to become more flexible, with each person learning to do several jobs.

LEAN PRINCIPLES TO GUIDE THE TRANSFORMATION

To lead a Lean transformation, the manager must learn and implement four fundamental principles:

Work to takt time, which is the rate of customer demand and the resulting rate of production. This keeps people’s attention focused on the customer, who determines how fast the company produces. The takt equation is time available/daily customer demand = takt time. Even though customer demand may vary by season, the workforce should be able to adapt the production rate as takt time varies, eliminating overstaffing and waste.

Create one-piece flow, where each operation should be positioned in sequence, directly between the previous and subsequent steps. This promotes gains in quality and productivity because the manager can observe the entire production process as a whole, identifying bottlenecks or differences in work rates. One-piece flow typically results in at least a 10-times improvement in efficiency at no expense.

Establish standard work, where everyone doing a particular task does it in exactly the same way. Because it is defined, a standard work process is easier to improve upon.

Connect the customer to the shop floor. A pull system reacts to customer demand rather than trying to predict it. When a product sells, the firm produces it. The pull system also applies to suppliers: Vendors should make daily deliveries according to demand.

WHERE IS LEAN TAKING YOU?

Before beginning kaizen, the Lean manager must ensure concept of six sigma is shared:

*Articulate a clear strategy that describes the defining parameters of Lean operation. The strategy should define the firm’s Lean vision as well as the operational improvements that will bring about the transformation.

*Set stretch goals that exceed the best-known results industry-wide.

*Identify core values and distribute copies of these values to all employees so they understand how to affirm them through concrete actions.

*Obtain and train kaizen staff. Managers can gain the necessary knowledge by observing Lean in action at other companies and seeking expert advice. They should stay with the company for several years to ensure the transformation is a success.

*Add Lean knowledge to the board of directors, which sets the tone for the entire organization.

REORGANIZE PEOPLE AROUND VALUE STREAMS

Lean requires a fundamental change from traditional batch organization to a value-stream structure. Production must be a one-piece flow because it delivers the lowest cost, highest quality, and fastest customer response.

In the Lean company structure, value stream managers report directly to the executive team. Each value stream unit has everything it needs to complete production. Equipment, personnel, and supplies are already available; they just need to be redistributed according to Lean production practices. The people in each team respond directly to the customer.

Team leaders should be self-motivated problem solvers who are capable of running a small business. They not only oversee production but provide key measurements for quality control, customer service, and productivity.

The kaizen promotion office (KPO) provides essential support to a value-stream organization. It is composed of Lean experts and those who want to become experts.

Because most organizations are overstaffed, managers should consider reducing the workforce before kaizen begins. Once it starts, a “no-layoff” guarantee keeps employees on board with the transformation.

GO TO THE GEMBA TO RUN THE KAIZEN

The first kaizen projects should pinpoint those areas that have the largest financial impact. They should redesign and improve the biggest product family first. The CEO should select kaizen projects and set each team’s stretch goals.

During a kaizen, the entire team must put its collective focus on a singular objective. Firms should average two kaizen sessions per week per facility during the Lean transformation. Sometimes, teams have to return to the same areas several times to get them flowing smoothly.

Items critical for creating flow during kaizen include:

*Prioritizing safety.

*Reducing all setup times to under 10 minutes.

*Reducing work-in-process inventory to a minimum.

*Moving production equipment into working cells.

*Reducing raw materials.

*Inspecting and repairing all dyes and molds after each use.

*Beginning total productive maintenance (TPM).

*Using 5S procedures.

TPM ensures that each piece of equipment runs when needed. It involves identifying and performing maintenance tasks on a regular basis. 5S procedures should become second nature for everyone in the organization. These are:

1. Seiri — throwing away what is not needed.

2. Seiton — creating and maintaining order.

3. Seiso — cleaning.

4. Seiketsu — developing standard rules.

5. Shitsuke — maintaining discipline.

Once the flow process is well underway, creating pull is the next step. The best tool for a pull system is a simple order card, also known as kanban. The kanban is the link between the flow team and the customer, and it enables the team to follow a “sell one/make one” philosophy.

Kanban is a low-inventory model, with each card representing a single item or a unit of items. The customer submits a kanban card that initiates all of the action. The production cell immediately begins making the product and sends it to the warehouse upon completion. Then, the cell sends the kanban card to its materials and components vendors so they can replenish supplies.

WHAT LEAN LEADERS DO

Lean transformation will fail without strong, committed leadership in the long term. Leaders must be at the forefront of the transformation and have a hands-on leadership style. They must be aware that Lean has no end point and requires ongoing progress.

In any business, the only element capable of true transformation is the workforce. For Lean to work at the strategic level, everyone must think and act in a new way that involves teamwork and striving for the collective good rather than individual benefits.

In general, people dislike change, and middle management and finance are especially resistant. Strong leadership is the only effective way to navigate this resistance. The CEO should identify any resistance on the executive level and eliminate it before it becomes a roadblock to change.

Policy deployment, also called hoshin kanri planning, is an important tool in getting everyone on board. It puts into motion a long-term strategic plan for the organization, defining the breakthrough projects the teams will focus on in the current year and aligning personnel behind these projects. Policy deployment also creates the accountability to make sure these projects have the proper resources and will get done on time.

In the shorter term, a disciplined daily management approach is critical. It includes identifying the metrics that tie into the company’s strategy and financial goals and focuses on process improvement to eliminate waste.

A Lean leader is similar to a player coach who sets strategy while leading by example on the playing field. He or she must focus on the future while challenging the status quo. Lean requires frequent leaps of faith, which are difficult for some leaders. However, leaping into the unknown offers the chance to make significant progress for the Lean CEO. As the one who sets the tone, the Lean leader should never blame others for poor results.

Lean leaders face some of their biggest challenges when things go wrong. Naysayers take a problem as validation that Lean will not work. Problems that slow progress can include the breakdown of badly maintained equipment, employees who will not adhere to standard work, union regulations that do not mesh with Lean production, or glitches with kanban, such as lost cards. The Lean CEO must remind naysayers that any glitch is simply a problem to be worked through, and allow no backsliding or excuses.

Leaders must also adhere to their own standard work during a successful Lean transition. This includes setting the direction for progress, building organizational capability, supporting important progress through walkthroughs, conducting frequent reviews, and showing respect and support for associates. Leaders should also establish a simple higher-level data-tracking system with periodic reporting, allowing for quick assessments that identify areas for improvement.

HOW LEAN CHANGES EVERYTHING

Standard-cost accounting is the most intractable piece of excess baggage in a traditional organization and should be eliminated as quickly as possible. Some Lean leaders make the mistake of trying to maintain existing systems and measurements and simply layering Lean on top of them.

A Lean accounting system is simple, clear, and reality based. It facilitates informed management decisions and requires less financial staff, so it is less costly than standard-cost accounting.

Many traditional measurement methods do not work with Lean. For example, month-end reviews are time consuming and backward looking, while Lean reviews look to the future and improving key process drivers like productivity and inventory turns.

LEVERAGING LEAN IN THE MARKETPLACE

The clear objective of the Lean journey is to deliver value across the board, from customers to suppliers, at a level competitors cannot match. However, the best value is not always the lowest cost. Lean organizations often charge a premium for accuracy, speed, and direct customer service.

One way to deliver better value is to provide faster, more customer-centric new product development. Quality Function Deployment (QFD) takes customer desires into account in designing new products and drastically reduces time to market. With prior customer input, Lean product development can proceed with confidence, and the company can price the products according to the value they provide.

A firm can offer customers better and faster service that lowers their cost of doing business by improving direct interfaces, providing quotes within one day, answering phones promptly and consistently, and eliminating order-processing errors.

At the same time, a company has to protect its own Lean order fulfillment protocol. Two ways to do this are to (1) never tell the customer how many items are currently in stock, and (2) never sell more than 80 percent of stock on hand to a single customer.

Additionally, a company should practice policies that level out customer demand to make production go more smoothly, such as timing promotional programs to assist order leveling and eliminating volume discounts and big batch orders.

Companies that sell directly to end users can leverage Lean by cutting down time frames for everything from quotes to delivery. In addition, a Lean company that shows its vendors how to reduce their setup and processing times will benefit from reduced vendor pricing and more efficient delivery.

CAPITALIZING ON GAINS

Firms that allow associates to share in Lean gains improve faster and establish Lean cultures more quickly. A profit-sharing program is an effective way to share the wealth equally. When employees see that an increase in profits benefits them personally, they work harder for the company. Another type of reward program is a management incentive system.

A Lean company also must actualize improvements. For example, if a flow team no longer needs so many members to deliver on orders, the extra people should be transferred to where they can best benefit the firm in measurable terms.

The CEO can invest Lean capital into new acquisitions. These could be companies that produce parts or materials the Lean firm needs, further reducing the cost of production, or firms that manufacture new products the Lean firm wishes to add to its existing line.

LEAN EVERYWHERE

Lean works well in companies of all types regardless of what they manufacture or the services they provide, as they are all composed of multiple processes. For example, the hospital industry is embracing Lean in growing numbers. Transitioning from a batch-style approach to a value stream system cuts out waste, makes the patient experience more efficient, and makes it possible for the facility to serve greater numbers in less time, increasing profits.

One of the most important character traits a great leader must have is high self-esteem. Self-esteem is a feeling of competence, of being capable. It is important because people with low self-esteem will treat others poorly to make themselves feel better. In order to have great self-esteem, leaders must have strong senses of self-awareness. They should take time to understand their motives and be objective about them. Leaders should only take on tasks that they can be great at — if they are unable to do it well, they should delegate it. They look at themselves honestly, without arrogance or pride, and they are secure and able to learn from their mistakes. They understand that they have both strengths and weaknesses.

Leaders are also extremely self-motivated. They are dreamers and can usually see the future with clarity. Leaders set goals for themselves, each time setting the goals a little higher and gaining the commitment of others. Leaders put in the time required to meet their goals.

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Brain-Break Activities

Brain breaks enable audience members to regroup once they have absorbed a sufficient amount of content. These activities enable participants to engage their bodies and minds through specific movements that:

*Stimulate the learning state.

*Enhance blood flow throughout the body.

*Make the training session more enjoyable.

When too much content is introduced at one time it can have a negative impact on memory retention. Brain breaks assist the process by which information is transferred from short-term to long-term memory storage. For this reason, they are an important part of learning and should be included in training programs to make them more effective and productive.

The audience’s willingness to participate in brain breaks is sometimes an obstacle that needs to be overcome. Individuals may be too intimidated to actively engage in social activities that could make them look awkward or feel uncomfortable. It helps to introduce the activity with encouragement and an appropriate level of humor. An approachable demeanor will relax the audience. It is also important to describe the brain break and how it will improve the learning experience. Typically, learners respond positively to brain breaks once they realize that they are easy, fun, and purposeful group activities.

Brain breaks should be used about once per hour, unless another activity that involves movement has already been planned. It is important for trainers to be mindful of audience members’ interest levels throughout the session, and to pick up on cues that may indicate whether people are uncomfortable.

An example of a brain-break activity that can be stimulating, fun, and effective includes the following steps:

*Prepare a list of basic yes-or-no questions, such as “Do you have blue eyes?” and “Were you born in the month of October?”

*Tell participants that they will be asked a list of questions, and that the exercise is intended to help them relax and focus.

*If they answer “yes” to a question, ask them to stand for a moment before they return to their seats. Repeat for a reasonable length of time, but long enough so that each audience member has the chance to participate.

Team-Building Activities

Successful learning is closely linked to positive experiences with movement and relationships. To engage the body during learning activities, and fulfill the need for human connection, is to increase the chances that information will be embedded in individuals’ long-term memories.

Team-building activities give participants–particularly individuals who communicate often with others in the workplace–the opportunity to meet the basic need for social contact. These activities also allow individuals to participate in learning activities that activate their bodies and minds. Team-building exercises can engage learners through human contact and movement. For example, presenters can:

*Ask participants to form a circle with their chairs.

*Ask them to answer “yes” or “no” to a series of have-you-ever questions, such as, “Have you ever been on a cruise?”

*Ask the individuals who answered “yes” to walk to the center of the circle and shake the hand of another participant that answered “yes.” These participants should also share their have-you-ever experiences with one another.

Activities that foster feelings of closeness between participants in the training space can enrich learning in many areas of training, even those that are not focused on team behavior. However, emotion is still undervalued, particularly in the corporate domain. Kuczala emphasizes that human emotion is a powerful factor in the process of learning that should be seriously considered. Emotions help individuals build stronger connections with both their coworkers and their companies.

Content-Review Activities

While repetition and rote learning have long been the most valued methods of learning, Kuczala offers a compelling alternative. He believes there is a stronger probability that information will be transferred to long-term memory if it is taught through the use of kinesthetic learning principles. This approach facilitates the processes of memory storage and comprehension with movement techniques. The theory behind kinesthetic learning is that the more associations an idea has, the easier it is to recall. Since movement is so closely linked to senses and emotions, an idea that is introduced via kinesthetic activities can be recollected through memory catalysts, such as movements, feelings, sounds, and/or smells, rather than simply a related idea.

Content-review activities are movement tools that facilitators can use when they want to help learners absorb and recall information with greater success. For example, presenters can:

*Divide the audience into four groups.

*Explain to participants how this exercise will aid memory retention.

*Give each group a few content-related topics and ask them to act each of them out with movement.

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Just as employees of the future will bear little resemblance to employees of the past, so too will future managers be different–if they exist at all. Modern management began when men like Frederick Winslow Taylor, father of the scientific management movement, began to analyze and shape labor. These management gurus believed that the head and the hands were separate, that only well-born and well-schooled managers could make decisions, and only the lower classes could stand the drudgery of carrying out that work. Employees could only handle doing what they were told; they were not even capable of thinking about their work.

Looked at another way, the prevailing wisdom held that management needed to enforce control and coerce employees to get their jobs done. Workers, according to this logic, prioritize job security over satisfaction. They will avoid laboring if they can because they dislike their jobs.

A more helpful perspective presumes that employees are ambitious and self-motivated, as naturally inclined to work as they are to play or rest. Everyone has the potential for creative problem solving, precisely the kind of work organizations today need.

TEN PRINCIPLES OF THE FUTURE MANAGER

The future manager is going to have to challenge the traditional ideas of management and adapt to the future employee. In order to be effective, the future manager must:

Be a leader.

Follow from the front by encouraging and supporting employees and removing roadblocks.

Understand technology.

Lead by example.

Embrace vulnerability.

Believe in sharing and collective intelligence.

Challenge convention and be a fire starter.

Practice real-time recognition and feedback.

Be conscious of personal boundaries.

Adapt to the future employees.

Hierarchies and organization charts, borrowed by corporations from the military, no longer serve a purpose. At one time, perhaps, top management could control the flow of information and the front-line employees of various departments had no need to communicate with one another. The push toward openness and transparency, facilitated by technology, as well as the effort to make organizations more agile and adaptable, works against the desire for information control and hierarchy.

In short, traditional management has too few people controlling too much, leaving little room for the mass of employees to contribute their wisdom and creativity. It focuses on the wrong things, such as getting people to show up for work and complete repetitive tasks, rather than outputs. It leaves little room for experimentation. Traditional management had its time and purpose, but the future manager will take a different path entirely.